ORGANIZATIONAL ANALYSIS: GREEN RIVER VS. ABERDEEN
Although Green River and Aberdeen are part of the same corporation, they operate as separate organizations, each with its own structure and culture. Kenneth Dailey, site manager for Green River, sent some of the employees from his facility to observe the organizational structure and culture at Aberdeen. Aberdeen’s unusual structure and culture has made its operations system a model studied by observation teams at a rate of twice per month. (Clawson, James G., 2007) Dailey wants to know if despite the obvious differences between their organizations, would the Aberdeen system, as a whole or in part, work at Green River. Introduction and Background Green River The FMC Corporation (“FMC”) was founded in 1883 and is one of the world’s leading diversified chemical companies. FMC is a leader in the agricultural, industrial and consumer markets. FMC is the world’s largest producer of natural soda ash. By products include “sodium bicarbonate, sodium cyanide, sodium sesquicarbonate and caustic soda.” (FMC Corporation > Corporate Profile, 2005) Green River is part of FMC’s Alkali Chemicals division that produces natural soda ash. Aberdeen is part of FMC’s Naval Systems Division (“NSD”) and the sole supplier of the U.S. Navy’s surface-ship missile canisters. Green River opened its first plant in 1948. Green River has more than 100 domestic and international products and customers. Green River has approximately 1,150 employees and a working relationship with the United Steel Workers of America. (Clawson, James G., 2007) Considering the time of Green River’s inception, it is safe to assume the organizational structure, design and culture is traditional. It is also safe to assume that the organizational design and/or culture was derived from the military training Green River’s creators obtain while serving
in World War II (“WWII”). Therefore, the power and the praise rested at the top of the organizational chart. (Van Cleave) During the time of Green River’s inception, companies were designed to be selfsustaining with little or no regard to the external environment. Therefore, Green River is probably not structured or designed for flexibility to adapt to its ever-changing external environment that will inevitably affect its internal operations. Diversity in the workplace is relatively non-existent. This is due to the ethnic makeup of the community of Green River, Wyoming, which is 92.13% White, 0.27% African American, 1.36% Native American, 0.32% Asian, 0.06% Pacific Islander, 4.23 from other races, and 1.63% from two or more races. People of Hispanic or Latino origin made up 10.21% of the population. (Green River, Wyoming - Wikipedia, the free encyclopedia, 2009) Aberdeen From its inception, Aberdeen was deliberately structured to create a new kind of culture. The Aberdeen culture was designed to promote a quality product, high customer satisfaction, responsible community involvement, employee empowerment, a healthy and safe work environment, cost effectiveness, simple systems and an organization with broad job descriptions and nontraditional creative methods of employee involvement. (Clawson, James G., 2007) Among the key components to Aberdeen’s unique culture and structure is the employee selection process that focused more on personal and interpersonal skills than technical skills. These skills include, but are not limited to, communication, problem-solving, leadership, results oriented skills. It was the contention of the Aberdeen employee selection team that technical skills are not as difficult to teach as personal and interpersonal skills. (Clawson, James G., 2007)
Another key component of Aberdeen’s unique culture and structure is employee empowerment. Vital to empowering employees was Aberdeen’s philosophy that “everyone was responsible for the success of the facility.” (Clawson, James G., 2007) Also essential to achieving employee empowerment, was Aberdeen’s...
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